Atlanta Metropolitan Area
I am a results-oriented professional with experience in leading end-to-end supply chain and operational strategies. Known for driving operational excellence, I specialize in optimizing processes, improving efficiency, reducing costs, and delivering scalable solutions that align with organizational goals. My expertise spans supply chain management, logistics, procurement, production planning, demand forecasting, and cross-functional team leadership. I have a proven track record of implementing data-driven strategies, enhancing workflow efficiency, and strengthening supplier and stakeholder collaboration to achieve measurable business outcomes. Passionate about driving transformation and operational performance, I focus on building high-performing teams, streamlining processes, and leveraging technology to deliver supply chain resilience and business growth. I thrive in dynamic environments where strategy, execution, and continuous improvement intersect to deliver results that matter. The following are my key skills. • Sales, Operations, and Planning • Turns Improvement expert • Supply Chain Strategy & Network Optimization • Omnichannel Retail Operations • Planning, Inventory & Demand Management • Operational Excellence & Process Transformation • Data, Systems & Analytics Enablement • Leadership & Organizational Impact • Supplier & Strategic Partner Management • Supply Chain Financial Performance
Responsible for leading a team of 15 associates in the development of store-level inventory strategy. My team and I identify opportunities to increase shareholder value through process improvement, risk mitigation, and best-in-class customer service. This spans across 150+ stores and thousands of SKUs. Our efforts lead to margin enhancement through NPI reduction and Demand Forecasting at the store level that ultimately rolls up to the company.
Lead 7-person staff in developing reporting and process improvement, while forecasting for National Store & DC inventory.
Effectively supervise a team of 18 associates by delegating task, creating a positive work environment, implementing time management, and providing motivational support. Through leadership we improved from 38% employee turnover to 6%, while changing the culture. Full P&L management budgets ranging from $130 million to $150 million over two years. Took over Shoe & Non Shoe department with $130 million budget that had missed budget by $20 million prior year. Implemented SOPs and rationalized the assortment/suppliers, leading to a $5 million positive variance the first year. Evaluate profitability for Wholesale, Internet, and Catalog sales, financial performance, suggested adjustments. Adjustments to assortment increased Q1 sales by $1.8M vs. plan. Develop & implemented strategy for Catalog/e-commerce and wholesale business financials, inventory planning/forecasting/replenishment and assortment plan for 1 million +SKUs/426 vendors while supporting interconnected strategy for national online audience . Partnered with the Business to assess, create/enhance, and provide visibility for KPIs and drive accountability. Created annual Financial Plans for Inventory, Turns, Flow, and Receipts for all of Shoe & Health categories. Manage Stock Levels to 92% (goal 90%) resulting in a reduction of Back Orders to less than $200K. Manage Service Level Agreements, Purchasing Agreements, Inventory availability, planning, and cost & retail exceptions for 250 vendors and across 170,000+ SKUs, resulting in improved Fill Rates (96% up from 90%), lower inventory ($10.7M Q1 down from $22M Q1 last year). Communicate product issues, opportunities, and recommendations to Merchants, Directors, COO, CEO, and VP of Marketing, driving improved Brand messaging and SKU Rationalization. Analyze/support online merchandising strategy, established pricing strategy, and planned key promotional events, improved Gross Margin % of 58.5% up from 54.0% year over year.
Created process to monitor Volume, Size and Pricing to ensure alignment with customer behavior. Created process and reporting around Slow Moving Inventory that led to Product Life Cycle review and a clearance cadence. Responsible for vendor management as it relates to SLAs, Purchasing Agreements, Inventory availability, planning, and cost & retail exceptions for 153 vendors and across 20,000 SKUs. Analysis of merchandise performance within Hardware to monitor statistical objectives, adapt inventory as needed, and increase sales volume. Evaluate profitability for in season sales, financial and inventory performance, and suggested adjustments as needed. Responsible for creation and management of 2012/2013 the Financial Plans for Inventory, Turns, Flow, and Receipts for 5 merchandising departments (26B Vanities & Fixtures, Lumber, Building Materials, Mill Work, and Hardware) Operated as team leader responsible for communicating financial strategies to vendors and department heads, resulting in increased cohesiveness, improved efficiency, and enhanced effectiveness. Responsible for all projects for base data enhancements for Forecasting Forecasting sales, markdowns, gross receipts and inventory to develop accurate open to buy goals. Developed and executed markdown exit strategies Created the first generation Planning Template & Open To Buy process for HD.COM (Implementation Q2 2012). Review of historic sales trends, research of demand drivers, and preparation of forecast and evaluation of results. Manage Stock Levels and Back Orders to ensure optimal customer experiences online Effectively supervise analyst by leading, delegating task, creating a positive work environment, implementing time management, and providing motivational support.
Prepared and presented Inventory reporting to Senior and Executive leadership (13 Merchandise Vice Presidents, 7 Supply Chain Leaders, 4 Senior Vice President, 1 Executive Vice President) Primary responsibilities include demand forecasting, flow forecasting, financial & budget analysis and inventory analysis involving 27L,28O, and 29K (beat Q1 Sales Plan by $59 M) Responsible for creation and management of 2009 ,2010 , and 2011 Inventory Plan, Turns Plan, Flow Plan and Receipt Plan for 3 merchandising departments (Lighting – 2009, Outside Garden – 2010, 29K) Managed the Receipt/Inventory forecasting process in coordination with the Sales and Merchandising teams (currently 97% accurate) Responsible for evaluating profitability for in-season and promotional sales, financial and inventory performance and suggest adjustments as needed. Suggested change to the Merchandising strategy, led to increased department profitability of $2.7 M vs Plan and increased sales of $29.6 vs plan, while beating turns plan by 8 bps (7.84) Responsible for hiring and on-boarding of analysts for Décor Business line Led three Workshops for IPR and Demand Planning Collaborative processes and Open To Buy Management Business Process Optimization of OLAP data load process that reduced the process from 8 hours to 3 hours Review of historic sales trends, research of demand drivers, and preparation of forecast and evaluation of results Created an Access database to provide KPI metrics detail weekly to Demand Planners and Merchants for exception reporting Developed QMF and Access database process to provide weekly Class Level receipt detail for business review Developed Access database for Import Receipt forecasting (Went from 60% to 90% accuracy) Developed and implemented collaborative processes across IPR, Merchandising and Finance Liaison for IPR, Merchandising, and Merchandise Finance Managed and provided department Finance support for 13 merchandising departments for seven months
Prepared and presented Inventory reporting to Senior and Executive leadership (13 Merchandise Vice Presidents, 7 Supply Chain Leaders, 4 Senior Vice President, 1 Executive Vice President) Primary responsibilities include demand forecasting, flow forecasting, financial & budget analysis and inventory analysis involving 27L,28O, and 29K (beat Q1 Sales Plan by $59 M) Responsible for creation and management of 2009 ,2010 , and 2011 Inventory Plan, Turns Plan, Flow Plan and Receipt Plan for 3 merchandising departments (Lighting – 2009, Outside Garden – 2010, 29K) Managed the Receipt/Inventory forecasting process in coordination with the Sales and Merchandising teams (currently 97% accurate) Responsible for evaluating profitability for in-season and promotional sales, financial and inventory performance and suggest adjustments as needed. Suggested change to the Merchandising strategy, led to increased department profitability of $2.7 M vs Plan and increased sales of $29.6 vs plan, while beating turns plan by 8 bps (7.84) Responsible for hiring and on-boarding of analysts for Décor Business line Led three Workshops for IPR and Demand Planning Collaborative processes and Open To Buy Management Business Process Optimization of OLAP data load process that reduced the process from 8 hours to 3 hours Review of historic sales trends, research of demand drivers, and preparation of forecast and evaluation of results Created an Access database to provide KPI metrics detail weekly to Demand Planners and Merchants for exception reporting Developed QMF and Access database process to provide weekly Class Level receipt detail for business review Developed Access database for Import Receipt forecasting (Went from 60% to 90% accuracy) Developed and implemented collaborative processes across IPR, Merchandising and Finance Liaison for IPR, Merchandising, and Merchandise Finance Managed and provided department Finance support for 13 merchandising departments for seven months
Led Special Order Business team through system implementation in 1800 stores Managed and improved IT Help Desk processes that provide procedural & technical support for 1800 stores Designed and implemented sales processes for associate system use (increased quote conversion by 8%) Prepared and presented Help Desk reporting to Senior and Executive leadership (1 Vice Presidents, 2 Directors, 2 Senior Managers, 1 Manager) Conducted special statistical studies as directed for over 20,000 Customer Service issues Created reporting structure to provide visibility to the field for possible training opportunities Created and executed SOSI system test scripts to ensure technical re-enforcement of Business Rules Liaison for IT Readiness, Store Operations, and SOSI Business Audited training classes and materials for effectiveness Developed two escalation matrices for generated issues
Analyzed internal and external issues surrounding the replenishment of Merchandise Inventory ($3.1B Inventory) Sales ($4.2B as of Q2), Gross Margin, Rate of Return, Financial performance, and other financial metrics Conducted special statistical studies as directed for 12 merchandise departments Created process to maintain weekly Fill Rates for 12 Import Merchandise departments Led a team that developed Access database reporting to support Import Fill Rate and Inventory Reports (operational, exception, and ad hoc) Prepared and presented Fill Rate and Inventory reporting to Senior and Executive leadership (12 Merchandise Vice Presidents, 7 Supply Chain Leaders, 1Senior Vice President, 1 Executive Vice President) Helped create and implement Weekly Inventory Statistics Reporting Performed weekly analysis of Import Inventory Overstock for process improvement Created four Standard Operating Procedures for merchandise transfers, airfreight transport, SKU segments, and overstock action Partnered with Logistics, Distribution, and Finance to create Unit Based Inventory Plan Partnered with E-Business to develop ordering, forecasting, and management process for all Import SKUs Led Six Sigma Team that identified 9 failure modes across 12 departments over 4000 SKUs
Prepared and recorded 100 P&L expense lines monthly for The Home Depot (all Operating expense for Canadian division and 12 for the U.S. division) Responsible for General Liability and Workman’s Compensation (Canadian Division) Responsible for Canadian Advertising expenses (reduced close process by 3 days) Reconciled balance sheet accounts (debit balance reserve, purchase discount, transfer pricing, foreign exchange, and accruals) on a monthly basis Prepared and entered journal entries in General Ledger, necessary to close the month within 5 days (goal was 5 days). Led a team that developed and an Accounting 101 course for Expense Payable Led an initiative to reduce errors and increase efficiency in the preparation of Merchant Bonus Was a part of a team that transitioned a job function (uploads) to Expense Payable in preparation for SAP Structured training schedules and was involved with training new associates